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Greater Bendigo
Creating the world’s most
liveable community
Acknowledgement of Country
The ancestors and descendants of the Dja Dja
Wurrung and Taungurung are the traditional
owners of this Country.
The City of Greater Bendigo acknowledges that
they have been custodians for many centuries
and continue to perform age old ceremonies of
celebration, initiation and renewal.
We all acknowledge their living culture and their
unique role in the life of this region.
2 COMMUNITY PLAN 2017-2021
Mayor’s foreword
It is with great pride that I present the thoughtful advice for the development of the Community Plan and
Council thanks the jurors for their commitment to this process.
2017-2021 Greater Bendigo Community
The community discussion sessions that were held at Ulumbarra
Plan on behalf of the Council. Theatre reinforced that Council was on the right track with its
overall direction and priorities, however some changes were made
following community advocacy about a number of priorities.
This is the new Council’s first major statement to the
In order to develop the strategies and actions, Council has used
community and it outlines a commitment to six key goals
community feedback along with the agreed priorities from
(strategic objectives):
previously adopted projects, plans and strategies.
• Lead and govern for all
• Wellbeing and fairness Challenges and opportunities
• Strengthening the economy Rate capping presents both challenges and opportunities for any
Council. To ensure it practices financial constraint, the Council will
• Presentation and managing growth
use agreed priorities to guide decision making.
• Environmental sustainability
The focus will be on planning and providing services for the entire
• Embracing our culture and heritage municipality, and to allocate available resources fairly.
As our population continues to grow by around 1,500 additional
residents each year, Council needs to prepare Greater Bendigo for the
We will use these principles as a basis for our decision-making.
future. There will be many more residents but it will be important to
The Community Plan, formally known as the Council Plan, was maintain the ‘country town feel’ that residents have said they value. New
renamed by Council to emphasise it is a plan for the community. infrastructure will be needed to support new residents in urban and rural
Whilst it might define Council’s role and guide the direction it will communities, including places for them to live, work, learn and relax.
take, it is a plan Council puts together on behalf of the community.
Another key focus will be environmental responsibility and
All Councillors understand the community’s desire for greater unity protecting the forests that surround us. Greater Bendigo will also be
and a focus on the priorities that matter most to them. hotter and drier; so Council will need to help put in place processes
to conserve energy and resource use, and work more proactively as
To ensure Council is successful in achieving the aims outlined in this our climate changes. Council wants Greater Bendigo to be known
plan, it will prioritise working positively and openly with residents, for its innovative approach to solving problems, which will be
demonstrate trust and mutual respect, explain the decisions and actions critical to overcoming these challenges.
it takes, and be accountable and transparent about its processes.
Greater Bendigo is fortunate that in the years leading up to the
Preparing the Community Plan introduction of rate capping, a number of major projects and
infrastructure upgrades were undertaken. There will be long-term
Council has spent considerable time preparing this plan and every benefits for the municipality and the wider region as a result of this
aspect of it has been developed, refined, carefully considered and forward planning.
proudly owned by all nine Councillors.
Greater Bendigo Council and staff members also have a great record
To begin identifying priority areas, Council heard from the of advocacy on behalf of the community and this has enabled a
community and considered data and other information about number of projects and developments. Ongoing advocacy for Greater
the current and forecast growth of Greater Bendigo. Bendigo and the region will remain an important priority for Council.
The first ideas for the plan were confirmed through the large I am proud of the way Council has taken responsibility for setting its
amount of feedback received from residents who had spoken to own goals, driving the development of this plan, and allowing the
Councillors, completed surveys, responded on social media or time needed to run a thorough and genuine consultation process
attended a community discussion session. using many different methods.
Councillors also read and endorsed all of the recommendations from This is your plan. Please read it and provide your feedback. Council looks
the Citizens’ Jury. This process is commended for providing valuable, forward to delivering this plan on your behalf over the next four years.
COMMUNITY PLAN 2017-2021 3
Message from the
chief executive officer
Welcome to the Community Plan 2017-2021.
City of Greater Bendigo staff look forward to supporting the new Greater Bendigo hosts a range of regional, state, national and
Council to implement the Community Plan, formally known as the international events, which are a great drawcard for residents and
Council Plan, over the next four years. visitors. Staff members provide a range of services to ensure these
events are attractive, accessible and safe for all who attend, which
I am optimistic about the future of Greater Bendigo and what staff means a range of local industries can benefit from Greater Bendigo
and Council can deliver together. Staff will continue to work in hosting such successful events.
partnership with Council to ensure the community’s priorities
are our key focus. A number of major infrastructure projects will soon be completed,
including the Bendigo Tennis Centre redevelopment, Bendigo
Our population is expected to almost double by 2050, so this is the Stadium expansion, and construction of the Greater Bendigo
time to undertake detailed planning for the future. The 2017-2021 Indoor Aquatic and Wellbeing Centre
Community Plan sets out the directions and priorities that Council at Kangaroo Flat.
believes will best prepare us for more residents, new jobs and
targeted services, particularly for our rural communities, and The focus on providing high
to ensure the necessary infrastructure is in place. quality, valuable services also
continues. There are a number of
By planning in advance, it will help us to better advocate for State action items in the Community
and Federal Government funding for projects and initiatives that Plan relating to service delivery
will serve our growing population into the future. that will inform the work of staff.
We will also collaborate with councils across the region on areas
including economic development, services, environmental
management and tourism to ensure we can all share the benefits
of working together.
Thank you to those people who have contributed to the development
of the Community Plan. It is a challenge to prioritise community
expectations, but your feedback and other available information
has enabled the Council to develop a sound, well-informed plan
that will deliver wide-ranging benefits to the community.
4 COMMUNITY PLAN 2017-2021
Greater Bendigo
Overview
The City of Greater Bendigo is located in the centre of Victoria, Greater Bendigo has the third largest concentrated economic base
covering almost 3,000 square kilometres. of any city in Victoria with an annual Gross Regional Product of over
$5.56 Billion and provides 47,868 local jobs (NIEIR 2015).
Greater Bendigo recognises and celebrates its heritage with the
Aboriginal people of the area; the Dja Dja Wurrung, Taungurung and Bendigo was established with the gold discoveries of 1851. Thousands
Gurai-illam Wurrung language groups of the Central Kulin nation. of European and Chinese settlers came and built a city in just a few
Traditional Owners and Elders continue their spiritual and custodial years. By the 1880s Bendigo was the world’s richest goldfield.
connection to their country.
The rich and diverse architectural heritage is a major feature of the
A vibrant, creative and culturally enriched major regional centre for region’s liveability. Preservation of the outstanding collection of historic
northern Victoria and southern NSW, Bendigo has the third largest buildings, places and mining relics across the municipality is a priority.
urban area in Victoria.
Greater Bendigo’s environment is nestled within Box Ironbark
We are a service and infrastructure centre surrounded by 40,000 forests, which virtually encircle the urban area and extend across
hectares of regional, state and national parks and forests. much of the municipality. They make a significant contribution
to the City’s natural heritage and lifestyle.
The Greater Bendigo municipality is divided into three wards
– Eppalock, Lockwood, and Whipstick. Greater Bendigo includes productive agricultural areas and many
small towns and villages such as Heathcote, Axedale, Huntly,
The City of Greater Bendigo population is forecast to reach 115,025 Marong, Elmore, Goornong, Kamarooka, Lockwood, Neilborough,
by 2017 and to almost double to around 200,000 by 2050, based Sebastian, Woodvale, Raywood, Mia Mia and Redesdale.
on a 1.7% annual growth rate. Greater Bendigo is forecast to have
the highest rate of population increase in the 2017-2021 period, Together they comprise a community renowned for its lifestyle,
compared to a slightly lower rate of increase after that. A net strong sense of community and for the opportunities it provides
increase of about 11,000 persons is forecast in the 2017-2021 period, for residents, visitors and businesses.
comprising an expected 4,000 more births than deaths and a net
in-migration gain of about 7,000 residents. The City of Greater Bendigo will strive to make Greater Bendigo
a place of excellence for all citizens, including those living with
The Greater Bendigo population is becoming increasingly culturally, disability; we will welcome all people and give them every opportunity
religiously and ethnically diverse. Council is committed to Greater to participate in activities on an equal basis, without discrimination.
Bendigo being a community that understands and respects cultural
and religious differences, supports multiculturalism and actively Council has a vision for Greater Bendigo to be the world’s most
promotes cultural inclusion. liveable community.
COMMUNITY PLAN 2017-2021 5
Greater Bendigo in The number of people who call Greater Bendigo home has
dramatically increased over the last 30 years through natural
For Greater Bendigo the times are indeed increase but mainly because about 25,000 people have relocated
to Bendigo from all over Australia and increasingly from overseas.
changing. The past generation has seen a Our post-secondary education sector now attracts thousands of
continuing transformation in our economy students for their education and we have seen new suburbs built
with the growth of banking, the strengthening to accommodate this growth. Our emblematic ‘city in the forest’
has been preserved with the establishment of national parks and
of the health sector, the specialisation of our rural areas and small towns have changed and mostly grown as
the advanced manufacturing sector and the more people look for new and different lifestyles. We have endured
emergence of the tourism, arts and hospitality drought, floods and fires and learnt more about resilience in a
changing climate, a changing economy and a globalised world where
industries. These workforce changes have
events and social connections are only a screenshot away. With hand
been accompanied by a new evolving skyline; held devices we are all potentially connected to each other and we
with two hospitals, apartment blocks in our have access to data and information not dreamt of in the past, yet we
city centre, a new multi-storey car park and continually strive to ensure that our identity and unique assets are on
display and form part of our pride in where we live.
office accommodations, new shopping centres,
education facilities and major additions to the So what will the next generation bring to Greater Bendigo? What
will be the defining elements of that future journey? Undoubtedly,
library and art gallery now part of the city’s
many of the forces that will shape our lifestyles, our economy,
fabric. More recently a new airport, stadium how we shop, the technology we use, the medical advances and a
and aquatic and wellbeing centre add not only capacity to interact with each other all seem almost in the realms
building projects but new roles and services, of science fiction. New devices will be accessible to all of us; we
while our rail links have been strengthened
with more stations and services, and Bendigo
Metro Rail is now in place.
6 COMMUNITY PLAN 2017-2021
transition
will be presented with new choices that will alter how we use time, cares about everyone and the chances they have in life will be
what jobs are available and what we spend our money on. Greater a significant part of our lives.
Bendigo, similar to other places in the world will be swept up by
these forces that will in many cases be beyond the control of any These assets in one sense seem intangible but in another are part
one place, community or household. This pace of change, these of the enduring character of Greater Bendigo; the foundation which
opportunities and the impacts on ourselves and our communities the future will be built on. We expect the population to double
will seem to many to be the defining elements in our lives. but we expect that it will be a new population attracted by the
same qualities and values that have built the City to date. Our new
residents will be innovative and willing to try new things just as the
Our new residents will be innovative and early settlers and miners did. They will develop plans to tackle new
willing to try new things just as the early and emerging issues; from climate change to the need for new skills
for jobs that don’t yet exist, to being increasingly able to be more
settlers and miners did. self-reliant whether that is in the energy we generate and use, in
ensuring a lighter touch on the planet and moving to self-sufficiency
Yet despite these forces of change most of what we know and in food and water, and in how we connect with each other. Our new
love about Greater Bendigo will still be there, particularly if we population will want to continue to build memorable buildings and
want them to be the defining elements in our lives. We will still places and they will want to contribute to a great society that is
be a relatively small city with all the attributes that brings in an open and embraces new people and ideas. Our future population
increasingly urbanising world. A defined sense of place established will have increased respect for the traditions and attachment to the
on a rich built and cultural heritage, an enviable natural setting of landscape of Indigenous Australians, they will more highly value
forests and farmed landscapes with small towns and settlements. that we can draw people from across the globe attracted to a city
The sense of community as a whole and in the suburbs, towns and of ideas and creativity, and they will respect the diversity of our
neighbourhoods and an attachment to place will be perhaps even community and draw strength from all those who decide to make
more important. A regional community that looks after its own and Greater Bendigo their home.
COMMUNITY PLAN 2017-2021 7
Vision
A liveable community is one that enables people to live healthy,
safe, harmonious lives in attractive and affordable settings. Liveable
places have an excellent range of services for children and adults
of all ages and facilities that are accessible to all. They don’t make
unsustainable demands on the environment.
Council has set the following six goals to guide its decisions
and actions over the next four years:
Greater Bendigo Goal 1
Lead and govern for all
Creating the world’s Effective community engagement will guide well-informed,
responsive decision-making and financially responsible resource
allocations, which are transparent and accountable.
most liveable Goal 2
community Wellbeing and fairness
Inclusive policies, partnerships and projects that increase access,
improve health and learning opportunities by building better
connections, and quality of life for all.
Goal 3
Strengthening the economy
Advocacy, innovation and support to grow jobs, attract visitors
and diversify the local and regional economy.
Goal 4
Presentation and managing growth
Planning, developments and infrastructure that increase
our liveability and pride in where we live.
Goal 5
Environmental sustainability
Protect and enhance our environment, conserve our resources
and increase resilience to a changing climate.
Goal 6
Embracing our culture and heritage
Recognise and celebrate our unique history and diverse cultures.
Council endorses a vision for improved liveability for the whole
population. Knowing where we are making progress towards this
vision requires us to set some measures or benchmarks where
Greater Bendigo can be compared with other locations.
Twenty-four liveability indicators have been chosen that relate
to the following areas:
• A much healthier Greater Bendigo
• A fairer and more inclusive Greater Bendigo
• A more resilient Greater Bendigo
• A planned Greater Bendigo
• A proud and safe Greater Bendigo
• A sustainable Greater Bendigo
• A more creative, productive, innovative,
adaptive and engaged Greater Bendigo
8 COMMUNITY PLAN 2017-2021
Achieving our liveability vision
• The term liveability means different things to
everyone, so one measure of liveability will never
be entirely suitable.
• There is a great deal of research across local
government at present to identify what measures
are the best. Greater Bendigo is one of the leaders
of these processes.
• The Greater Bendigo liveability indicators identify
24 items that are essential to liveability for most of our
residents. We have analysed where we stand on each
of these and reported the results. On some measures
we fare well and we could do better on some others.
• Council will make efforts to improve those measures
it can, and will work with partners and Government
to improve other outcomes. Providing fairer access
to Council facilities and services is a starting point for
some actions.
The City of Greater Bendigo liveability indicators are also
used as the Strategic Indicators for reporting in the Annual
Report each year.
An updated report on progress is prepared periodically.
The next update will be prepared when results from the
2016 census are available.
COMMUNITY PLAN 2017-2021 9
Vision: Greater Bendigo – creating the world’s most liveable community
Goal 1: Lead and govern for all
Effective community engagement will guide well-informed, responsive decision-making and financially responsible resource
allocations, which are transparent and accountable.
Objectives How will we do this?
1.1 Engage with all communities •E
ncourage community participation by citizens in the
development of new strategies and policies
•M
eet with community members in their local settings more often
1.2 Explain the reason for its decisions •C
ommunication will be community-focussed using plain language
•U
se a broad range of engagement and communication techniques
•D
ocument and communicate in a consistent common style
1.3 Be innovative and financially responsible •A
dvocate on priority issues including public transport, regional
development, planning for liveable communities and population
growth
•E
nsure value for investment on behalf of the community
•A
ctively seek more funding opportunities from Federal, State
and private investors
1.4 B
e accountable and efficient in its use of the •A
llocate resources to meet needs that strengthen communities
community’s money and improve the quality of people’s lives
•D
evelop our staff and systems to deliver the best outcomes
for our community
1.5 T
ake a leadership role in regional planning, advocacy •A
dvocate on priority issues that may impact the region
and work in partnership with regional councils •U
se existing networks (such as partnerships in tourism and
manufacturing) and other opportunities to maintain strong
partnerships with other municipalities
10 COMMUNITY PLAN 2017-2021Vision: Greater Bendigo – creating the world’s most liveable community
Goal 2: Wellbeing and fairness
Inclusive policies, partnerships and projects that increase access, improve health and learning opportunities, by building better
connections and quality of life for all.
Objectives How will we do this?
2.1 Create a much healthier Greater Bendigo • Implement the Municipal Public Health and Wellbeing Plan
• Contribute to health policy development
• Plan for fairer health outcomes
2.2 P
romote positive wellbeing across the • Prioritise efforts to promote physical and mental wellbeing
Greater Bendigo community •D
esign settings and environments that can create better
health outcomes
•B
uild on partnerships and co-ordination of information,
with health and other agencies
• Support a localised sustainable food system
2.3 Promote community connection •S
upport the development and implementation of local
community plans
•P
artner to encourage opportunities that enable community
access and inclusion
•E
nsure there are facilities that allow people to come together
for social and learning purposes and to have fun
2.4 S
upport participation and development for residents • Continue to promote a child-friendly municipality
of all ages and abilities • Partner to build connections for young people
• Support positive ageing
• Support positive life opportunities for people living with a disability
2.5 Create safe and resilient communities • Strengthen community safety
• Strengthen community resilience
• Maintain the attractiveness and cleanliness of public places
Goal 3: Strengthening the economy
Advocacy, innovation and support to grow jobs, attract visitors and diversify the local and regional economy.
Objectives How will we do this?
3.1 S
upport our local businesses and industry to be strong, • Supporting local business, including through purchasing programs
vibrant and to grow and develop •W
ork with small towns, commercial activity areas and community
centres to retain their attraction and economic sustainability
• Implement agreed actions in the Rural Communities Strategy
•W
ork closely with all sectors, including manufacturing, tourism,
retail, education, health, creative industries and agriculture to
enhance their success
3.2 M
ake it easier for people to transition from education •E
xtend opportunities for stronger links between industry
to employment and learning providers
3.3 E
nsure Greater Bendigo is a welcoming place for new • Promote a culture of enterprise
businesses and industries and supports creativity and • Support collaborative partnerships for tourism growth
innovation and visitor attraction
• Expand existing manufacturing and emerging industries
• Attract and support creative industries
• Take advantage of technology for community benefit
COMMUNITY PLAN 2017-2021 11Vision: Greater Bendigo – creating the world’s most liveable community
Goal 4: Presentation and managing growth
Planning, developments and infrastructure that increase our liveability and pride in where we live.
Objectives How will we do this?
4.1 Plan for a growing population • Complete adopted major projects
• Optimise the use of Development Contributions Plans
• Complete agreed structure and township plans
4.2 Plan to meet future housing needs • I mplement agreed actions in the Greater Bendigo Environment
Strategy 2016-2021
•P
rotect our bushland areas and the interface between public
and private land
• Advocate for increased access to social and affordable housing
• Encourage more environmentally sustainable housing
4.3 C
ontinue to implement strategies that increase the •U
se fairness of access as a basis for investment in new walking,
capacity of transport networks to better move people cycling and transport infrastructure
and goods and encourages walking, cycling and the use • Advocate for improved transport connections
of public transport
•B
uild local knowledge about use of sustainable transport
options
4.4 K
eep Greater Bendigo attractive with good quality public •M
aintain and upgrade essential buildings and infrastructure
facilities and places in a sustainable manner
• Ensure open spaces are accessible and fit for purpose
• I ncrease urban shade and provide protection for significant
and heritage trees through development and implementation
of a Greater Bendigo Tree Strategy
4.5 P
rovide and maintain urban and rural infrastructure • Develop and adopt best-practice asset management principles
to support the liveability of our community •D
evelop investment guidelines which will assist Council
investment in new and existing assets
Goal 5: Environmental sustainability
Protect and enhance our environment, conserve our resources and increase resilience to a changing climate.
Objectives How will we do this?
5.1 D
rawing on the One Planet Living* framework to connect • I mplement prioritised actions contained in the Greater Bendigo
the health of the natural environment to the health and Environment Strategy 2016-2021
prosperity of our community • I mplement findings of the City of Greater Bendigo 2017
Waste Review
5.2 D
emonstrate leadership in sustaining the rich biological •W
ork in partnership with other councils towards achieving
diversity of the Greater Bendigo region that sustains zero emissions
healthy ecosystems •A
chieve healthy living spaces that maintain and increase
biological diversity through the Greater Bendigo Public
Space Plan
12 COMMUNITY PLAN 2017-2021Vision: Greater Bendigo – creating the world’s most liveable community
Goal 6: Embracing our culture and heritage
Recognise and celebrate our unique history and diverse cultures.
Objectives How will we do this?
6.1 Celebrate our unique heritage • V alue local area streetscapes and character to increase pride,
appearance and function
•S
timulate re-purposing of heritage buildings for contemporary
use and increased sustainability
•P
romote connection with and celebration of our unique places,
people, organisations and memories
•R
ecognise and celebrate our significant national and
international heritage
6.2 B
uild pride in and shared responsibility •P
rotect our bushland areas and the interface between public
for our public spaces and private land
• Protect and advocate to retain the landscapes we value
6.3 O
ffer and support a diverse range of events that attract •E
nsure that there are accessible and affordable events guided
and connect people by the Arts and Creative Industries Strategy
•B
uild on the success of attractions and profile of the
Bendigo Art Gallery
• Grow and nurture our contemporary music sector
•A
ttract state, national and internationally recognised arts
and cultural experiences to public spaces and buildings
•S
upport and nurture fair and sustainable access to public spaces and
facilities for local community-based arts and cultural organisations
• Encourage community arts and enterprise
• I mplement the Bendigo Regional Tourism Destination
Management Plan
6.4 Embrace diversity • I mplement the Cultural Diversity and Inclusion Plan to promote
and support social cohesion
•A
cknowledge publicly significant dates on our calendar that
reflect and promote diversity
6.5 Advance reconciliation •S
trengthen the relationship between Council and Indigenous
communities
• Implement the adopted Greater Bendigo Reconciliation Action Plan
*One Planet Living is an internationally recognised framework for 5. Local and sustainable food – Supporting sustainable and
sustainability expressed as 10 principles that can be used to guide humane farming, promoting access to healthy, low impact, local,
planning and action seasonal and organic diets and reducing food waste
The principles have been used by the City of Greater Bendigo in the 6. Sustainable water – Using water efficiently in buildings, farming
Greater Bendigo Environment Strategy 2016-2021, and they are: and manufacturing. Designing to avoid local issues such as
flooding, drought and water course pollution
1. Zero carbon energy economy – Making buildings energy efficient
7. Health and happiness – Encouraging active, sociable, meaningful
and delivering all energy with renewable technologies
lives to promote good health and well being
2. Zero waste – Reducing waste, reusing where possible, and
8. Equity and sustainable local economy – Creating bioregional
ultimately sending zero waste to landfill economies that support equity and diverse local employment
and international fair trade
3. Sustainable transport – Reducing the need to travel, and
encouraging low and zero carbon modes of transport to reduce 9. Culture and communities – Respecting and reviving local
emissions identity, wisdom and culture
4. Sustainable materials and buildings – Using sustainable and 10. Thriving landscapes and ecosystems – Protecting and restoring
healthy products biodiversity and creating new natural habitats
COMMUNITY PLAN 2017-2021 13Councillors
Eppalock Ward
Localities include: Argyle, Axe Creek, Axedale, Bendigo, Costerfield, Derrinal, East
Bendigo, Emu Creek, Eppalock, Flora Hill, Heathcote, Junortoun, Kennington, Elmore ●
Kimbolton, Knowsley, Ladys Pass, Longlea, Lyal, Mia Mia, Mount Camel, Myrtle Whipstick Ward
Creek, Redcastle, Redesdale, Strathdale, Strathfieldsaye, Tooleen ● Raywood
● Neilborough
● Sebastian
Goornong ●
Cr Margaret O’Rourke – Mayor 2016-2017 ● Huntly
Bendigo
Phone: 0429 061 096 Myers Flat ●
● Eaglehawk
● Epsom
Email: m.orourke@bendigo.vic.gov.au Marong
● Maiden
Gully ●
Qualifications and experience: Golden Square ● ● Flora Hill
● Strathfieldsaye
● Axedale
Certificate of Management, Fellow of the Australian Institute of Lockwood Ward
●
Kangaroo ● Mandurang
Company Directors. Accomplished business woman with extensive Lockwood ● Flat
Eppalock Ward
leadership and business experience, particularly focussing on digital Costerfield ●
futures and economic development. Former Manager of Telstra Ravenswood ●
● Heathcote
Countrywide; Deputy Director at the Bendigo Kangan Institute and
Director at Goulburn Murray Water and Bendigo Health Care Group.
● Mia Mia
Committee appointments: ● Redesdale
Bendigo Airport Advisory Committee; Disability Inclusion Reference
Committee; Farming Advisory Committee; Greater Bendigo Cultural
Diversity and Inclusion Plan Committee Reference Group; Audit
Committee and Finance Committee.
Cr Yvonne Wrigglesworth
Cr George Flack Phone: 0429 117 600
Email: y.wrigglesworth@bendigo.vic.gov.au
Phone: 0429 083 993
Email: g.flack@bendigo.vic.gov.au Qualifications and experience:
Bachelor of Science (Hons) Grad Diploma in Financial Management
Qualifications and experience: and Policy for Healthcare, Diploma of Frontline Management,
Diploma Financial Planning (Deakin). Qualified Accountant and Professional Certificate in Health Systems Management, Graduate
Certified Financial Planner; 45 years’ experience in the financial – Loddon Murray Community Leadership Program, Graduate –
services industry. Fellow Institute of Public Accountants, Associate Australian Institute of Company Directors. Strategy, Planning and
Fellow, Australian Institute of Management. Governance Director at Bendigo Health; 16 years’ experience in
health care management.
Committee appointments:
Disability Inclusion Reference Committee; Bendigo Athletics Committee appointments:
Complex Committee; Positive Ageing Advisory Committee; Audit Lake Eppalock Land and On Water Management Plan
Committee; Finance Committee; Bendigo Chinese Association Implementation Working Group; Rural Communities Committee;
Museum Inc and Municipal Fire Management Committee. Bendigo Tourism Board Inc and Finance Committee.
14 COMMUNITY PLAN 2017-2021Lockwood Ward Whipstick Ward
Localities include: Big Hill, Golden Gully, Golden Square, Harcourt Localities include: Ascot, Avonmore, Bagshot, Bagshot North,
North, Kangaroo Flat, Leichardt, Lockwood, Lockwood South, Maiden Barnadown, Bendigo, California Gully, Drum martin, Eaglehawk,
Gully, Mandurang, Mandurang South, Marong, Myers Flat, Quarry Hill, Eaglehawk North, East Bendigo, Elmore, Epsom, Fosterville,
Ravenswood, Sailors Gully, Sedgwick, Shelbourne, Spring Gully, West Goornong, Hunter, Huntly, Huntly North, Ironbark, Jackass Flat,
Bendigo, Wilsons Hill. Kamarooka, Long Gully, Neilborough, North Bendigo, Raywood,
Sebastian, Wellsford, Whipstick, White Hills, Woodvale.
Cr Rod Fyffe OAM – Deputy Mayor 2016-2017
Cr James Williams
Phone: 5443 7673, 0419 874 015
Email: r.fyffe@bendigo.vic.gov.au Phone: 0427 211 677
Email: j.williams@bendigo.vic.gov.au
Qualifications and experience:
Secondary School Teacher; Councillor with the former City of Qualifications and experience:
Bendigo from 1983 to amalgamations in 1994 and Greater Bendigo Diploma of Local Government; Graduate of the Australian Institute
City Council from 1996, serving four terms as Mayor. of Company Directors; retired farmer; one of three directors that
built a company specialising in growing and the sale of fodder to
Committee appointments: domestic and export markets; first elected to the Greater Bendigo
Bendigo Easter Festival Reference Group; Bendigo Regional Archive City Council in 2012; prior to Council amalgamation, he was a
Centre; Greater Bendigo Cultural Diversity and Inclusion Plan Councillor with the Shire of Huntly.
Reference Group; Municipal Association of Victoria; Sustainability
and Environment Committee; Finance Committee and Goldfields Committee appointments:
Library Corporation Board. Bendigo Airport Advisory Committee; Calder Highway Improvement
Committee; Eaglehawk Badminton and Table Tennis Centre
Committee; Napier Street Upgrade Community Consultation Group;
Cr Matt Emond Epsom Ascot Huntly Structural Flood Mitigation Advisory Group;
Rosalind Park Recreation Reserve Precinct Advisory Committee;
Phone: 0499 007 473 Bendigo Stadium Board Ltd and Finance Committee.
Email: m.emond@bendigo.vic.gov.au
Qualifications and experience:
Cr Julie Hoskin
Bachelor of Education with Honours, Graduate Diploma in Dramatic
Art (Direction), Executive Master of Arts. Matt has worked in policy Phone: 0499 011 432
development and practice in the creative and cultural sectors in Email: j.hoskin@bendigo.vic.gov.au
Australia with a focus on new, developing and maturing industry.
Qualifications and experience:
Committee appointments: Former business owner who has worked in a number of sectors
Bendigo Manufacturing Group; Farming Advisory Committee; including Local Government, hospitality and corporate security/
Heritage Advisory Committee; Rosalind Park Recreation Reserve major events.
Precinct Advisory Committee; Workspace Australia Board; Bendigo
Art Gallery Board; Municipal Emergency Management Planning Committee appointments:
Committee and Finance Committee. Bendigo Easter Festival Reference Group; Bendigo Volunteer
Resource Centre Board; Positive Ageing Advisory Committee; Rural
Communities Committee; Bendigo Trust and Finance Committee.
Cr Jennifer Alden
Phone: 0499 005 735 Cr Andrea Metcalf
Email: j.alden@bendigo.vic.gov.au
Phone: 0499 009 096
Qualifications and experience: Email: a.metcalf@bendigo.vic.gov.au
Bachelor of Science (Hons), Diploma of Natural Therapies, Master
of Women’s Health and Doctorate of Public Health; consultancy Qualifications and experience:
business specialising in health, environmental and social outcomes; Diploma of Front Line Management, Certificate of Management.
Chair of the Bendigo Regional Food Alliance and on the Board of Andrea is self-employed and is a long-time observer of local
Bendigo Foodshare and The Green Institute. government and its practices and procedures.
Committee appointments: Committee appointments:
Bendigo Inventors Awards; Greater Bendigo Cultural Diversity and Inclusion Farming Advisory Committee; Greater Bendigo Rural Support
Plan Community Reference Group; Greater Bendigo Rural Support Network; Epsom Ascot Huntly Structural Flood Mitigation Advisory
Network; Rural Communities Committee; Sustainability and Environment Group; Sustainability and Environment Advisory Committee;
Advisory Committee; Bendigo Maubisse Friendship Committee; Loddon Mallee Waste and Resource Recovery Group and Finance
Central Victorian Greenhouse Alliance and Finance Committee. Committee.
Councillors are developing their values statements that
will align with City of Greater Bendigo staff values
COMMUNITY PLAN 2017-2021 15Senior Leadership Team
Craig Niemann Vicky Mason
Chief Executive Officer Director Health and Wellbeing
Bachelor of Business (Local Government), Master Master of Public Health, Master of Business, Grad Dip
of Business Administration. Dietetics and Grad Dip Health Education, Graduate
of the LGPro Executive Leadership Program and
Craig joined the City of Greater Bendigo in October 2005 when Australian Company Directors Program, Fellow
he was appointed as Director of Organisation Support. He was of Leadership Victoria
appointed Chief Executive Officer in December 2007.
Vicky has had a range of leadership roles across local government
and the public health sector. Vicky chooses to work in local
government as she feels it presents the greatest opportunity to
Kerryn Ellis work alongside the community and make a positive contribution
Director Corporate Performance to people’s life outcomes.
Bachelor of Arts, Master of Commerce, Graduate
Diploma of Public Policy and Management
Kerryn is a passionate Local Government leader with extensive Bernie O’Sullivan
experience, who understands the changing environment and Director Strategy and Growth
external pressures currently facing the sector. Before joining the Bachelor of Agricultural Science, Master of Public
City of Greater Bendigo Kerryn was the Governance and Innovation Affairs, Graduate of Australian Institute of Company
Manager at Knox City Council and has previously worked for the Directors
City of Melbourne and Bayside City Council.
Bernie is a senior executive with local, state and national leadership
experience in the government and not-for-profit sectors. He has
experience in strategy, stakeholder engagement, policy and
Craig Lloyd BJ program development, service delivery and managing a large
Director Presentation and Assets and dispersed workforce.
Master of Project Management, Master of Business
Administration, Post-Graduate Certificate in
Community Development
Craig’s career has spanned the emergency services, not-for-profit
and State Government sectors nationally and internationally,
including relevant experience in asset planning and construction,
project management, fleet management, equipment and resource
management, and engineering and facilities management.
16 COMMUNITY PLAN 2017-2021City of Greater Bendigo Organisational Structure
CEO
Craig Niemann
Executive Assistant
Communications
Jenny Watt
Director Director Director Director
Corporate Performance Health and Wellbeing Presentation and Assets Strategy and Growth
Kerryn Ellis Vicky Mason Craig Lloyd Bernie O’Sullivan
Manager Business Manager Active and Manager Director
Transformation Healthy Lifestyles Engineering Bendigo Art Gallery
Manager
Manager Manager Manager
Community
Financial Strategy Parks and Open Space Business Services
Partnerships
Manager
Manager Manager Manager Project
Capital Venues and
Governance Community Wellbeing Management Office
Events
Manager
Manager Safe and Manager Manager Strategy,
Information
Healthy Environments Property Services Economy and Environment
Management
Manager Manager Manager
People and Culture Waste Services Statutory Planning
Manager Manager Tourism and
Works Major Events
Represents changes as a result of the consultation period/new roles
COMMUNITY PLAN 2017-2021 17About the Community Plan
The four-year Community Plan is one of the most
important documents the Council produces.
This year the Council decided to call its strategic Community input into the Community Plan
document the Community Plan as a reflection of its
This council has a very strong commitment to
undertaking to listen to community members and
make every effort to meet community priorities. • Talking with and listening to community members
The Community Plan documents the vision, values, • Using community priorities to guide their decision-making
major directions and priorities Council has set for
its four-year term and beyond, and sets out the • Being transparent in their decision-making, and
indicators by which progress is measured. • Documenting what the community has said and providing
feedback to them
Council must prepare a new four-year Council Plan
at the start of its term and review it annually. Community consultation that has been used in developing this
plan has included:
Council has set six goals. These are key directions • An online survey (also available via Facebook and in hard copy)
Council has decided on for the next four years. They
set out what is most important over time in their • Postcards with a short survey delivered at a range of community
aim to achieve the Council Vision. This provides a venues and events
framework for each yearly plan, which sets out the • Face-to-face meetings with groups with special knowledge
actions for the coming 12 months. of an area
• Community engagement results received during community
The strategies are the priorities or steps that must
engagement for other recent plans and strategies
be taken over the four years of this Council. The
actions are what will be done in the 2017-2018 year. • Personal communication given to Councillors and staff
members in person and via email
• Two public discussion sessions where the first draft statements
were ‘tested’ with community members
A full report of the processes and findings from the community
How are the priorities decided? engagement activities has been published on the City of Greater
Council uses a range of information to help decide on key Bendigo website and is available in hard copy on request.
directions, priorities and budget allocations. These include:
When a complete draft of the Community Plan was prepared in April
• Feedback from community members 2017 it was made available for public feedback and comment. This
is part of the legislative requirements of a Council Plan. Community
• Councillor priorities
members have the opportunity to make suggestions for change and
• Evidence about our population and their needs these are considered by Council at a formal meeting and Council
may agree to make changes in response to the submissions.
• What was previously undertaken as part of adopted
plans and strategies The following diagram illustrates the relationship between
• State and Federal Government priorities and directives the Community Plan and other major City of Greater Bendigo
documents and the role of community engagement strategies
• The size of the available budget in informing the development of these documents.
18 COMMUNITY PLAN 2017-2021Integrated Corporate Planning Framework
Community Adopted strategies, Research and Government policy
input policies and plans evidence and regulations
LEGISLATED PLANS
Municipal Public Health Community Plan Municipal Strategic Statement
and Wellbeing Plan (Legal Land Use Framework)
Annual plan and Resource and unit
budget planning
Annual
Report
Key terms used in this plan
Fairness – this reflects Council understands that some areas of Resilience – this is about the ability of people and communities
the municipality and some residents have better access to services to ‘bounce back’ after a severe event. Emergency management
and facilities than other people or localities, and their commitment in Victoria uses a common definition of resilience, that being “the
to recognising where unfair access exists and taking action to capacity of individuals, communities, institutions, businesses and
improve the situation. This will be an important decision-point systems to survive, adapt and thrive no matter what kind of chronic
for Councillors. stresses and acute shocks they experience.” Shocks are sudden,
sharp events that threaten a city or system, while stresses weaken
Liveability – “Liveability reflects the wellbeing of a community the fabric of such systems on a daily or cyclical basis.
and comprises the many characteristics that make a location a
place where people want to live now and in the future” (Victorian
Competition and Efficiency Commission, 2008).
COMMUNITY PLAN 2017-2021 19Plans under development and/or review
• Greater Bendigo Arts and Creative Industries Strategy • Greater Bendigo Municipal Public Health and Wellbeing Plan
• Greater Bendigo Road Management Plan 2017-2021 2017-2021
• Greater Bendigo Public Space Plan • Heathcote Township Plan
• Plan Greater Bendigo • Marong Township Structure Plan
Plans in current use, with specific actions being implemented
Internal Organisational Plans and Strategies • City of Greater Bendigo Rural Communities Strategy (2016)
• A Plan for Good Communications (2017-2021) • Dower Park Master Plan (2015)
• Audit Committee Charter (2012) • Eaglehawk Open Space Precinct Master Plan – Canterbury
Gardens (2010)
• Community Engagement Strategy (updated 2015)
• Eaglehawk Structure Plan (2013)
• Greater Bendigo Human Rights Charter (2015)
• Epsom / Huntly Recreation Reserve Masterplan
Social and Community
• Gateway Park Master Plan (2011)
• Community Access and Inclusion Plan (2015-2018)
• Greater Bendigo Housing Strategy (2016)
• Cultural Diversity and Reconciliation Action Plan (2016)
• Hospital Precinct Structure Plan (2014)
• Greater Bendigo Aquatic Facilities Strategy (2010)
• Kennington Recreation Reserve Master Plan (Bendigo South) (2009)
• Greater Bendigo Walking and Cycling Strategy (2006)
• Lake Weeroona Precinct Master Plan (2011)
• Municipal Public Health and Wellbeing Plan (2013-2017)
• Maiden Gully Structure Plan (2013)
• Play Space Strategy (2009-2014)
• Rosalind Park Master Plan (2014)
• Sister Cities Strategic Plan (2016-2019)
• Small Town and Neighbourhood Community Plans
• Youth Development Strategy (2013-2016) (2007-present) (ongoing)
Environment and Sustainability • Spring Gully Corridor Master Plan (2015)
• Domestic Waste Water Management Strategy (2014-2015) • White Hills and East Bendigo Heritage Study (2014)
• Greater Bendigo Environment Strategy (2016-2021) Commercial Centres and Operations
• Waste and Resource Management Strategy (2014) • Bendigo Airport Strategic Plan (2017) and Master Plan (2009)
Land Use and Locality Plans • Bendigo Regional Tourism Destination Management Plan 2016
• Barrack (Reserve) Community Precinct Masterplan – Heathcote • Bendigo CBD Structure Plan (2005)
(2009) • Commercial Land and Activity Centre Strategy (2015)
• Bendigo Botanic Gardens, White Hills, Master Plan (2010) • Economic Development Strategy (2014)
• Bendigo Residential Strategy (2014) • Intensive Animal Industries Strategy (2014)
• Big Hill and Mandurang Valley Landscape Masterplan (2013) • Road Management Plan (2014)
Plans that are referred to for policy direction or strategic intent
• Open Space Strategy (2005) • Invasive Plants and Animals Strategy (2012-2015)
• Violence Prevention Plan (2012) • Kangaroo Flat South Regional Centre Structure Plan
• Axedale Township Structure Plan (2008) • Kennington Recreation Reserve Master Plan (2011)
• Bendigo CBD Parking Strategy (2008 • Marong Local Township Plan (2011)
• Bendigo Industrial Land Strategy (2002) • Natural Environment Strategy
• Commercial Land Strategy (2005) • Northern Corridor and Huntly Local Structure Plan (2005)
• Future Uses for Former Mine Land in Bendigo Strategy(2007) • Positive Ageing Strategy (2011-2014)
• Greater Bendigo 2036 Community Plan (2011) • Rural Areas Strategy (2009)
• Greater Bendigo Gaming Policy Framework (2007) • Strathdale Commercial Precinct Structure Plan (2010)
• Heathcote Township Plan • Strathfieldsaye Township Plan (2009)
• Huntly Township Plan (2009) Note: Many of our Strategies relate to more than one Council Plan
• Independent Review of City of Greater Bendigo Operations (2013) goal area.
20 COMMUNITY PLAN 2017-2021Local Government Performance Reporting Framework indicators
Local Government Victoria has introduced the Performance • Animal management prosecutions proven in court
Reporting Framework (LGPRF), which requires all Councils to report
• Critical and major non-compliance notifications
on a number of items relating to their operations and activities.
The framework enables more efficient auditing and comparisons • Participation in HACC service
between all councils on a standard range of activities. The Victorian
• Participation in HACC service by CALD people
Auditor General’s Office (VAGO) audits the following items each year
as part of the Annual Report obligations of Council: • Participation in MCH services
• Satisfaction with council decisions • Participation in MCH services by Aboriginal children
• Planning decisions upheld at VCAT Reporting against a range of other LGPRF strategic indicators is
• Change in number of businesses included in the Report of Operations in the Annual Report. A full
report against all items is made to VAGO twice each year.
• Satisfaction with sealed local roads
The City of Greater Bendigo Liveability Indicators are also used as
• Active resident library members
the Strategic Indicators for reporting in the Annual Report each year.
• Kerbside collection waste diverted from landfill
• Utilisation of aquatic facilities
Victorian Local Government Community Satisfaction Survey items
Each year the Victorian Government commissions research to gauge • Overall satisfaction with Council performance
local community members’ satisfaction with their local Council.
• Community consultation and engagement
A number of the items are compulsory and some others are selected
by the individual Council. The report compares each Council with • Lobbying on behalf of the community
the state-wide average as well as with other Councils of comparable
• Decisions made in the interests of the community
size, and emphasises particular areas for improvement. The results
for each year, benchmarked against prior years, are included in the • The condition of sealed local roads
Annual Report.
• Whether respondents have had contact with Council
Community Satisfaction Survey items relating to: in the last year
• Gender • Customer service
• Age • Overall view of the direction of Council
COMMUNITY PLAN 2017-2021 21Greater Bendigo Community Plan 2017-2021
2017-2018 actions
This table outlines the key initiatives and actions that will be undertaken in the 2017-2018 year.
The actions are a representation of the priorities from previously This is an operational plan; these actions are also reflected in the
adopted plans and strategies and the diverse range of core budget allocations that Council has made and endorsed. These are
services that Council staff undertake each year. Not all our ongoing all linked to the priorities Council has set. These guide staff in their
‘business as usual’ actions are reflected here but considerable work plans for the year. However, because this is a new four-year
detail is provided in order to give a picture of the diversity of Council cycle and there has been an organisational re-structure,
Council’s role. further revision may be required and, of course, these will all be
revisited for the work of Council in future years .
Goal 1: Lead and govern for all
1.1 Engage with all communities 2017-2018 Actions
1.1.1 E
ncourage community participation by citizens in the • I nvestigate and pilot an online community reference committee
development of new strategies and policies •U
ndertake corporate and consumer marketing that is aligned
with Council’s annual plan for key projects, initiatives and
services, outlining to the community the benefits of Council’s
investment
1.1.2 M
eet with community members in their local settings •C
ontinue to conduct Councillor and senior staff community
more often tours to facilitate meeting with members of all Greater Bendigo
communities
•U
se other meeting models, such as ‘Coffee with a Councillor’
and ward ‘Listening Posts’ to provide a variety of options for
the exchange of information
•U
se existing networks and community groups as a framework
for meeting with community members
1.2 Explain the reason for its decisions 2017-2018 Actions
1.2.1 C
ommunication will be community-focussed using •N
o Council identified action in this year
plain language
1.2.2 U
se a broad range of engagement and communication •S
eek input from community members and visitors and provide
techniques feedback using a variety of methods to meet the preferences
of residents and visitors about being kept informed of Council
activities
1.2.3 D
ocument and communicate in a consistent •E
nsure staff members’ community engagement obligations
common style are informed by the principles set out in the Communications
Strategy
1.3 Be innovative and financially responsible 2017-2018 Actions
1.3.1 A
dvocate on priority issues including public transport, •T
ake advantage of and leverage grant and funding opportunities
regional development, planning for liveable at the local and regional level from State and Federal
communities and population growth Government as they arise
22 COMMUNITY PLAN 2017-20211.3.2 Ensure value for investment on behalf of the community •C
onduct a review of Council’s annual planning and budgeting
processes to ensure funding is directed to Council priorities in
line with the Community Plan 2017-2021
•R
eview the contract for the supply of animal pound services
•C
ontinue to build opportunities for regional collaboration and shared
procurement to deliver efficiencies in Council’s contract expenditure
1.3.3 A
ctively seek more funding opportunities from Federal, •M
onitor Federal and State Government policy developments
State and private investors and initiatives to create a competitive advantage for Bendigo
and the region
1.4 B
e accountable and efficient in its use
2017-2018 Actions
of the community’s money
1.4.1 A
llocate resources to meet needs that strengthen •D
evelop the 2018-2019 budget to deliver on key priorities of the
communities and improve the quality of people’s lives community, as outlined in the Community Plan 2017-2021
•C
ontinue to develop Council’s Long Term Financial Plan as a tool
for modelling the financial implications of any proposed change to
service or funding levels, and for supporting good decision-making
•C
ontinue to promote sustainable purchasing within the City’s
operations through a review of the Procurement Policy and
support with reviewing contract documentation
1.4.2 D
evelop our staff and systems to deliver the best •C
ontinue to implement priority actions of the IT Strategy that
outcomes for our community deliver organisational efficiencies and improved customer
experience. Projects to be delivered in 2017-2018 include
redesign and rebuild of the intranet and improved options
for customers to make online payments
•C
ontinue to build a high-performance organisation through
delivery of key actions, including development of a new capability
framework for the City’s leadership team and staff at all levels to
guide future investment in learning and development
• F inalise implementation of the new organisational structure,
including delivering a comprehensive leadership induction
program to continue to build a high performing leadership team
•D
evelop and commence delivery of an organisational business
improvement framework to achieve efficiencies and improve
customer and staff experience
•P
rovide a timely response to more than 45,000 customer service
requests annually, supporting the community with matters
including waste, animal services and maintenance of Council
assets, properties and trees
•C
omplete development of the organisation’s Culture Strategy
and commence implementation to build an engaged, skilled
and high performing workforce
1.5 T
ake a leadership role in regional planning, advocacy
2017-2018 Actions
and work in partnership with regional councils
1.5.1 Advocate on priority issues that may impact the region •C
omplete and commence implementation of Plan Greater Bendigo
• I n partnership with Be.Bendigo continue to support advocacy
for a ‘City Deals’ and/or ‘Smart Cities’ bid
•P
lan for and support advocacy for the Western Bendigo Regional
Transport Links project incorporating the Marong Business Park,
western and northern bypasses of Marong Township and the
Bendigo Metro Rail connection to Marong
•C
ontinue advocacy campaigns on issues that affect the Greater
Bendigo community and Council, such as rate capping, cost
shifting and changes to property valuation legislation
1.5.2 U
se existing networks and other opportunities to •C
ontinue working with the Loddon Campaspe Regional
maintain strong partnerships with other municipalities Partnership for mutual advantage
COMMUNITY PLAN 2017-2021 23You can also read
